On Tuesday, September 28, the Batimatech event, a technological catalyst in the construction industry, took place.
Marc Parenteau and Adrien Michel, respectively co-founder and project manager/integrator at Aidi presented and led a panel on the theme New reality of the project manager with collaborative platforms.
Catherine Jobin, Planning Advisor for the Direction générale de la Ville de Montréal, Long Nguyen, Advisor in Management Analysis and Control for the Office of Capital Projects and Programs of the City of Montreal and Muriel Sabbag, Building Advisor at the MUHC , were present to discuss the subject and share their experience. Back to a discussion that is more topical than ever:
Recently, the City of Montreal became a signatory of the roadmap for the technological shift in the construction industry. This roadmap has a significant impact on the processes put in place by the City: the PCI (integrated design process) and the PPI (integrated planning process), which exist to better manage assets and plan interventions on the site. all sites.
So what are the key elements for a successful implementation of new technological tools?
According to Marc Parenteau, it is above all about equipping an industry for project management, which is not limited to software. This implies that many processes and stakeholders, both internal and external, are affected. All this requires the establishment of new processes and a common vision.
Indeed, as Catherine Jobin explains, a project can have several definitions depending on the role we are called upon to play in an organization. In order to overcome these multiple understandings of the same reality and prepare to go digital, it is therefore necessary to go through several stages:
First, to agree on a common language. Ensure that the understanding of the service is the same among all involved. Second, to articulate common processes and then establish common methodologies.
Once this common language has been established and these processes determined, how do we bring about change with the teams?
The implementation of software can certainly be a major element, but is part of a larger program of technological upgrading. And to do that, you need change agents, management support, a lot of communication and consultation with stakeholders. The roadmap is as important as the technology itself: everyone must be embarked on this same vision and given the means to achieve it. Take the time to explain where it is going, and how to get there.
Two concepts come into play: adhesion and retention
Muriel Sabbag shares her experience as a project manager and insists on the importance of communication with teams: selling them the product and being transparent about the why and how. Make sure you have a model already well assembled in the system and a well-identified process so that everything is easy and quick to adapt, always with the presence of technical support.
Studies show that at least 66 days are needed in order to create a habit. This is where the principle of retention comes into play: without a mechanism to help your teams get into this new habit, there's a lot more chance of quitting. Setting up time slots for training, having good technical support and implementing tests on a weekly and then bi-monthly basis will allow retention of the new model.
With successive and gradual additions of information layers, by standardizing the language and making information easily accessible, you will have all the cards in hand to put technology to good use and manage your projects effectively.
So prepare, listen and support your teams to ensure the success of your technological shift. Remember: innovation relies above all on people!